Essay Question

The task for your second assignment is to choose one of the topics/themes
covered in term 2 on Diversity Management and identify a current news
article on which to develop and write an essay. More specifically, you
should find a news item featured on the BBC News website
(http://www.bbc.co.uk/news), The Guardian
(https://www.theguardian.com/uk), or the CIPD website
(http://www.cipd.co.uk/pm/) from the past 12 months and establish a
relationship between the issue in the news item and the material covered on
this course.
Table of Content

1. Introduction

2. Discussion

3. Conclusion

4. Reference

1.0 Introduction

The paper focuses on an article from the guardian titled, “How much progress is the NHS

making on workforce diversity?” and discusses the contents in relation to the course contents.
The case study is important in the application of various concepts and theories learnt in class.

At the same time, the current and relevant case study points to the significant problem in the

workplace environment worth policy and legislative intervention. The term diversity with

regards to a workplace environment is broadly classified into primary and secondary

dimensions (West, et al., 2015, D’Netto & Sohal, 1999). Primary dimensions refer to issues

such as age, race, gender, sexual orientation and other differences evident between multiple

individuals (Schneider & Northcraft, 1999). One more characteristic of this primary

dimension is that it operates as filters to the divergent views of the world. On the other hand,

the secondary dimensions include factors such as education levels, religion, income, and

geographical location. Arguably, these are factors from the external environment and may be

influenced by several other related factors. The silver line; however, remains the diversity

outcomes associated to the emergent environment (Kalra et al., 2009). Most importantly,

secondary dimensions are those qualities which in most cases might not be easily noticed

after initial encounter and tend to be susceptible to change throughout various encounters

(Seymen, 2006).

2. Discussion

The discussion is referenced from ‘The Guardian’ titled; “How much progress is the NHS

making on workforce diversity?” This article appreciates the fact that there is diversity in

relation to the workforce of the National Health Service (NHS) in the United Kingdom. At

the same time, it points to the incessant problem of workplace diversity, which has taken the

NHS decades to resolve. In spite of the many benefits that come with diversity, the rampant

negativities associated with it have not been left behind. One of the main issues of concern in

this sector is the discrimination that has deepened its roots over the past decades leaving a lot

still to be desired. Evidently, this has to do with the discrimination being perpetrated on the
Black Minority Ethnic (BME) for quite a considerable time now though improvement has

been witnessed in the recent past (Kline, 2017).

Workforce impacts on the diversification of NHS

After the National Health Service were acquainted with the findings of what has been

happening within the healthcare sector, drastic measures were taken. The aim of the measures

was basically to bring some sort of sanity in the sector. Therefore, through a report titled

“The Snowy White Peaks of NHS”, wide-ranging patterns of discrimination against the BME

staff are highlighted. This report is a rapid response to the issues raised by the NHS (Kline,

2017). Fair enough, the National Health Service has been forced to come up with a

compulsory Workforce Race Equality Standard. The standard requires all healthcare

providers both public and private to conclusively demonstrate that they are taking strides to

close the existing gaps (Kline, 2017). These gaps are persistently present in the treatment and

the resulting sharing of opportunities available for between the BME and the white staff.

Consequently, any measures undertaken by employers in tackling these unwarranted patterns

of discrimination and undue treatment for the BME staff requires to be quite different from

the ones already tried but failed (Kline, 2017).

The aid of social integration theory; the organisation has referred the principles of the theory

into which the newcomers and the minorities group are incorporated into social structure of

host society (Seymen, 2006). This has aided the organisation to integrate every group in the

system (Kline, 2017).

Diversified labour force is a concept that is being that is being integrated in all the

organisations. More so, the major concern of every organisation is to enhance the

productivity of the firm and this is the only survival tactic of the organisation to sustain the
intense labour laws (Seymen, 2006). The concept of diversified workforce may deduce time

for cooperation among the individuals as to sustain the organisational goals, hence each

member must be efficient and effective (Kline, 2017; Seymen, 2006). As a result of the

concept of diversification people are facing allot of hardship. Nevertheless, the workforce

also stretches to the recruitment, retaining and wages allocation. The theory on diversified

workforce, directly impacts the employees; compelling them to enhance productivity,

especially attaining the objective of the company (Kalra et al., 2009). Furthermore, the

diversification theory on workforce states that the diversification should not only put

emphasis on sustaining the labour laws only but should also consider the contentment of the

workforce by eliminating all discriminations (Seymen, 2006).

In addition, statistics highlight that nearly one in five of the employed staff at NHS draws

from a background of black and minority ethnic(BME). However, it is well understood that

the treatment and accessible opportunities at their disposal are not congruent with the values

held by the NHS (Ferner, et al., 2005). The resultant effect is the cascading adverse impacts

emanating from the efficient and effective operation of the NHS leading to diminished

quality of care being delivered to the patients. It was in dealing with this rampant issues of

concerns that the Work Race Equality Standard (WRES) was tasked to function across the

NHS (Kline et al 2017, p.6).

Concept on diversity and the management of the diversity in the NHS workforce started to

develop in the lase eighty’s, actually it was triggered by the managerial report aiming at

increasing the diversification of the future employees (Ferner, et al., 2005; Kline et al, 2017).

The United Nations and several other international labour organizations decry any form of

work place abuse in relation to diversity (Grissom et al., 2015). Undoubtedly, peace of mind

is a very important element at the work place. Without features setting up conditions leading

to the latter environment. It becomes difficult to concentrate and even realize the
organization’s objective. Regardless of the type of diversity, nobody should be in a position to

take advantage or abuse and discriminate based on such falsifications (Kline, 2017). For this

reason, attention should not only be geared towards unearthing the weaknesses, but also

setting up several control mechanisms.

Inequality exists in terms of employment openings available where chances of landing a job

is well documented to be quite on the lower side of the bar for the BME staff compared to

their colleagues (West, et al., 2015). Notably, this is a bad precedent for the sector which

ought to look at the skills and knowledge being injected rather than the perpetrated

racial/minority discrimination. Since equality is questionable according to the article of

reference, there is the need for the National Health Service to continually promote diversity

management within the sector. Through the process the workforce can achieve the greater

purpose of providing better healthcare services to the population without being adversely

affected by diversity issues.

The diversification in NHS workforce is retrogression in some parts of the states, in the year

2016, skin pigmentation and ethnic was the basis on which could dictate whether one can get

through the door, progress upward and to what extent will your skill and talent be valued

(Kline, 2017). A higher level of paucity of comprehensive talent management existence

within the public (Jossey et al,. 2007). Notably, progress on equality is not inevitable;

activities may be executed in a courageous manner of leadership and delivery of the specific

objectives, hence these are the basis for selection of a leader (Jossey et al, 2007).

Jossey et al. (2007) discrimination on the gender balancing is inevitable in all the

organisations. The level of discrimination on gender has incessantly reduce in NHS (Jossey et

al, 2007). Although, for instance there are is an increase in the number of women enrolled on

Boards of management than it was fifteen years ago. However, it is questionable whether the
integration of the women in senior positions has enhanced he diversification or the increase in

the number will hinder the guarantee of a sustainable progress (Kline, 2017). Historical

variation refers to family make-up, opinion on politics and the inter-professional relations.

Disparity in the heath sector, agreeably, the NHS has diversified the productivity with all the

medical practitioners by involving them the participation of inter-disciplinary debating on

controversial issues (Kline et al, 2017; Kline, 2017). 

Globalisation impacts on the NHS diversification

The diversification strategy of NHS is one of the most sensitive and applied strategy that is

carried along by the organization that is highly impacted by the globalisation effect (Grissom

et al., 2015). Arguably, the Resource Based View theory has been able to explain the

utilisation of the company’s resources under the guidelines of the globalisation to enhance

diversification strategy, as it is a theory that is basically concerned with the interior

accumulation of assets and exploration of assets of the organisation based on the international

standards (Philip and Lindley, 2006). Also, though in a subsidiary method involved with

transaction charges. More so, it has a very significant aid in that it emanates as a unifying

concept that allows an examiner to conceptualize both related and unrelated diversification

via a basic concept (Philip and Lindley, 2006; Grissom et al., 2015). Nevertheless, the theory

has been used as the conceptual theoretical frameworks where the analysis of the

diversification in other discipline other than deliberate administration. For instance, NHS has

applied the theory in the management of the resources as to enhance the diversification within

and without the organization. Additionally, the theory has been applied to globalisation on

diversification in a multifarious aspect (Kline et al, 2017; Kline, 2017).

A new down for the management of diversity among the organisations. Globalisation has

transformed the society, economy and revolutionised the politics, hence highly impacting the
functionality of an organisation (Philip and Lindley, 2006). The concept of globalisation

effect, stresses that global diversity even encompasses the conceptualisation of variations, of

diversity at various stages; organisational stage, state stage and the communal stage (Grissom

et al., 2015). The assimilation of the globalisation directly influences the rate at which the

diversification will be integrated (West, et al., 2015).

Also the theory can also provide the understandings for effective management of

globalisation on diversification approach (West, et al., 2015). The approaches that the

organization utilized; the rate of efficiency can be speculated by the theory. The theory also

stretches across the knowledge management that the organization uses to maintain the

attainability of the diversification. For instance, as to maintain the knowledge the

organization has repositories on the knowledge attained over the years (Kline et al, 2017;

Kline, 2017).

Globalisation has been a major contributor to workplace interaction of individuals from

diverse cultures and backgrounds than it was witnessed before (Grissom et al., 2015, Seymen,

2006)). Although this diversity has its fair share of benefits that it brings to a workplace,

disadvantages and challenges are imminent (D’Netto & Sohal, 1999). Therefore, increasing

as well as improving workplaces has in the recent times become one of the most vital issues

of management due to the appreciation of how rapidly organisations and workplaces are

dynamically changing (Kalra et al., 2009). Since multicultural working environment poses

challenges then the organisation must learn how to motivate employees to appreciate cultural

differences and treat each other with an acceptable level of dignity (Seymen, 2006).

Globalisation has distorted the cultural hindrances that are face by a high population face

when they encountered the organisation, especially in search for job (Seymen, 2006). The

theory can validate explanations and the reasoning for why the firm diversify. With reference
to NHS the concept can showcase the reasoning behind the diversification of the organization

(Kalra et al., 2009). For instance, the integration of the Blacks and Asians in the medical

practitioner forum even in high ranks. This act has explored the talents and knowledge

attained by then during the training (Kline et al, 2017).

Discrimination impacts on diversity of NHS

Diversification from a moral-ethical view concept

Further this can be stipulated under; characteristics in both the primary and secondary ones,

variable and invariable traits and characteristics based om the visible and invisible traits. The

distinction between secondary and primary traits, (Aytemiz-Seymen, 2006). refers to the

dominant versus the attained element that can impact the way of perceiving oneself and the

vicinity. The primary includes: the gender, ethnicity and physical conditions. Whereas, the

secondary includes the religion, marital status and professional falls (Ferner, et al., 2005). In

the context of NHS, the organisation has implemented the Workforce Race Equality

Standards, which has been a necessity to all health care. This is of significance as there is

improvement in the service delivery, since the implementation (Aytemiz-Seymen, 2006). The

second phase of the implementation, has enabled the practitioners to task in a comfortable

environment without the discrimination (West, et al., 2015).

The concept can deliver fundamental principles for course of the diversification. In the NHS

setting, the core factors that catalyse the diversification of the organization the anti-

discrimination laws and the globalization forces (West, et al., 2015, D’Netto & Sohal, 1999).

Notably, the anti-discrimination law is covering all individual against mishandling regardless

of the justification. As the record shows, NHS has a history of neglecting of the Asians and

Blacks, especially in central London medical facilities. Hence, the theory has directed on the
methods to integrate in the functionality of the organization to apprehend diversification. That

is, the organization can only be considered diversified if the organization assimilate the

neglected race and eliminate racism in the system of practices and recruitment (Kline et al,

2017; Kline, 2017).

The section brings into perspective the immense contribution of the Black and Minority

Ethnic (BME) staff which cannot be underrated either ignored. The population of the BME

forms a considerable population of the doctors, nurses, and midwives. However, records are

all over in black and white indicating that there has been a poor treatment directed towards

the BME as opposed to their white counterparts. In addition, the level of discrimination

escalates when it comes to seniority of a vacant position to be filled since this translates to a

higher grade of remuneration. Observations from diverse reports have clearly indicated the

higher the pay grade position in place the less likely it can be filled by a BME staff (Kline,

2017).

Conclusion

One of the highest levels when it comes to diversity awareness is the concept of diversity

management. This is key because diversity will always be there and if not well managed it

can lead to negative implications for both the employer and employees. Therefore, diversity

management should ensure it optimises the performance of its employees. IF the approaches

guided by the WRES to the NHS are adequately implemented then the BME inequality and

diversity management issues in place will be amicably and effectively solved. We shall no

longer see discrimination in terms of employment opportunities, promotions, harassment,

bullying or abuse among many other ill-treatments that promote prejudice. A better

combination of sound approaches geared towards diversity management will ensure that the

workplace promotes a work-life balance that is free from stress that is associated with
deteriorating work performance due to unfavourable work environments. Since the disparities

are existent then steps have to be taken to ensure that the gap is narrowed on the existing

treatments, experience and opportunity accessibility that is so wide between the Black

Minority Ethnic (BME) and their white counterparts. The ultimate achievement is the

diversity management across the cross-cultural workplaces and this is being realised

gradually by the NHS through implementations of the WRES findings and recommendations.

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